Anna Leja, BQS Institute
Clinical risk management (CRM) has become increasingly important in recent years, not least due to the issuance of guidelines by the Federal Joint Committee (G-BA) on the introduction of internal risk management in hospitals. Hospitals are to systematically identify and analyze their risks, develop and implement improvement measures based on these, which are then evaluated and adjusted if necessary.
There is a whole range of instruments for implementing cRM:
Internal risk audits, mortality and morbidity conferences, infection prevention measures and OR checklists are frequently used.
The CIRS (Critical Incident Reporting System) plays a prominent role among the instruments of cRM. This is a voluntary error reporting and learning system for reporting critical incidents and near misses. Employees report errors in the system (What happened? What was the outcome? Why did it happen? How could it be prevented in the future?), and experts process and derive improvement actions. Risk-reducing measures are then communicated to employees and implemented. Hospitals set up in-house systems for this purpose and/or participate in external CIRS networks such as the Hospital CIRS Network Germany. The knowledge gained from CIRS acts as an important source for risk management.
In theory, this sounds promising.
However, the success of CIRS is linked to a number of conditions: an employee is likely to report an error only if he or she trusts that
Do you believe in CIRS? Eva Lampmann, BQS Institute asks Joachim Prölß, Director of Patient and Care Management, University Medical Center Hamburg-Eppendorf (UKE), Vera Lux, Member of the Board and Director of Nursing, University Medical Center Cologne, Ines Manegold, Managing Director, Catholic Clinics Emscher-Lippe and Christian Ernst, Commercial Director, Specialist Clinic Hamburg.